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Recruiting and Hiring: Tips and Trends for
Attracting Top Candidates
For Small & Medium Businesses
©2013 LinkedIn Corporation. All Rights Reserved.
#hiretowin
Introductions
Keith Gilman, FPC
Division Vice President
Jean Olivieri
Vice President of Marketing
Keith is Division Vice President for
the First Year Associate Experience
Program for Small Business Services
at ADP.
Jean is the Vice President of
Marketing for Small Business
Services at ADP.
#hiretowin
This information is the property of ADP, LLC (ADP). It may not be distributed,
reproduced, modified, sold or used without the written permission of ADP.
The information is provided “as is” without any expressed or implied warranty, is
based on generally accepted HR practices and is advisory in nature.
This content provides a high level overview and practical information concerning the
subject matter covered and is provided with the understanding that neither the
publisher nor the writers are rendering legal advice or other professional services.
Employers are encouraged to consult with their legal counsel or with an experienced
employment law attorney for legal advice regarding specific facts concerning the
organization’s compliance with applicable legislation.
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.3
Disclaimer
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
#hiretowin
 Effective recruiting, interviewing and hiring techniques
 How to assess staffing needs and craft an effective job ad
 Considerations for hiring interns, minors, and seasonal workers
 Online job postings and social media
 Trends in “ban the box” legislation
 Qualifying candidates and finding the right fit
 Conducting job-related background checks
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.4
Agenda
#hiretowin
46% of companies say that
recruiting highly-skilled
talent is the most
important area of interest
for their organization.
LinkedIn Report:
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.5
Source: LinkedIn Talent Solutions 2015 Global Recruiting Trends
#hiretowin
6
Source: ADP National Employment Report
248
242
208
297
232
215
252
231
284
275
220
214
189
0
50
100
150
200
250
300
350
Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15
Thousands
Chart 1. Change in Nonfarm Private Employment
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
#hiretowin
Small businesses alone created 57% of those jobs.
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.7
Source: ADP National Employment Report
#hiretowin
1. Who do you need to hire?
2. What does this person need to do?
3. How will you find top talent?
4. How will you identify qualified candidates?
5. Are you prepared to conduct interviews?
6. What is your selection process?
7. What are the next steps?
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.8
Questions to ask
#hiretowin
 Interns
 Seasonal workers
 Temporary workers
 Minors
 Full-time employees
 Part-time employees
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.9
Types of hires
#hiretowin
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
 Students gain work experience in their
field of study
 Businesses get access to a motivated
and eager applicant pool
 Opportunity to discover a potential
future hire
 DOL Summer Jobs+ Bank:
https://webapps.dol.gov/summerjobs
 LinkedIn Student Job Portal:
https://www.linkedin.com/studentjobs
Interns
10
#hiretowin
1. The internship is similar to academic training
2. It’s for the benefit of the intern
3. The intern does not displace regular employees
4. The employer gets no immediate advantage; operations may be impeded
5. The intern is not necessarily entitled to a job at the end; and
6. Both parties understand that the intern is not entitled to pay
http://www.dol.gov/whd/regs/compliance/whdfs71.pdf
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.11
Can interns be unpaid? DOL six-part test.
#hiretowin
Seasonal Workers & Temps
1. Start the process early
• Larger applicant pool
• Increased training time
2. These workers are:
• Protected by employment
laws
• Generally entitled to the
same rights and benefits as
employees
12
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
#hiretowin
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
Minors
In the summer months, the FLSA
allows 14 and 15-year olds to
work:
 Between 7 a.m. and 9 p.m.
 Up to 8 hours in a day
 Up to 40 hours in a week
13
#hiretowin© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.14
Excavation Mining Manufacturing
Explosives
Driving a
Motor Vehicle
Operating
Power
Equipment
http://www.youthrules.dol.gov/know-the-limits/14-15.htm
Job restrictions for minors
#hiretowin
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
Full-Time & Part-Time Workers
 Fill a long-term need with
your company
 Part-timers may be a cost-
effective option when
demand doesn’t warrant 40
hours/week
15
#hiretowin© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
16
http://bit.ly/7jobdescriptiontricks
#hiretowin
• Explain perks to attract talent
Description of the
company
• List key job responsibilitiesDescription of the role
• Years of experience, education, or skillsRequired qualifications
• Job-related background checks, etc.Selection requirements
• Demonstrates fairness
Equal employment
opportunity statement
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.17
Develop a job ad
#hiretowin
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
18
X
Sally’s Hair Salon
Administrative Assistant (full-time)
Dallas, Texas
$15-$18/hour, DOE
Sally’s Hair Salon is seeking a highly organized and
detail-oriented administrative assistant. We offer
competitive benefits, including health insurance, 401(k),
and paid time off. Visit us online at
www.sallyshairsalondallas.com
Responsibilities:
• Answer phones and direct incoming calls
• Greet guests
• Schedule appointments
• Order office supplies
• Maintain and update online filing systems
Requirements:
• Minimum of 5 years of related experience
• Ability to work independently with little to no
supervision
• Ability to work in a fast-paced environment
Apply Now:
To apply, visit our website, at
www.sallyshairsalondallas.com/careers
Sally’s Hair Salon is an equal opportunity employer
(EOE). We do not discriminate on the basis of race,
religion, color, sex, age, national origin, disability,
military status, genetic information, or any other
characteristics protected under law.
Chip’s Bakery
Administrative Assistant (part-time)
We’re looking for an administrative assistant to
answer phones, order supplies, maintain files, and
coordinate travel plans.
Requirements:
• Minimum of 10 years of related experience
• Ability to work independently
• Ability to multi-task
Visit our website to apply: www.yumchipsbakery.com
Qualified candidate, preferably with no children, will
be able to travel, whenever needed.
#hiretowin
45% of companies said their
biggest obstacles to attracting the
best talent in 2014 were
competition and compensation.
LinkedIn Report:
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
Source: LinkedIn Talent Solutions 2015 Global Recruiting Trends
19
#hiretowin
 The digital generation: 41%
would rather communicate
electronically
 It’s not all about money:
52% said opportunities for
career progression make an
employer most attractive
Millennials
20
Source: Pricewaterhouse Coopers
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
#hiretowin
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
21
74%
64%
62%
59%
0% 20% 40% 60% 80%
Internet Job Boards
Company Career Website
Internal Hires
Social Professional Networks
Top Sources for Quantity of Hire
Source: LinkedIn Talent Solutions 2015 Global Recruiting Trends
#hiretowin
Internal Candidates
22
 Consider transfers or promotions
 Boosts morale
 Lowers recruiting costs
 Creates a new vacancy
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
#hiretowin
 Encourage employees to refer
qualified people they know
 Employees rewarded for
successful referrals
 Have a written policy on
program rules
Employee Referrals
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.23
#hiretowin
 Refer back to your hiring
records
 An applicant that wasn’t right
previously might be now
 Cuts down on recruiting costs
Applications on File
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.24
#hiretowin
 Contact college career centers
 Gain access to a large pool of
motivated talent
 Example:
https://www.linkedin.com/stude
ntjobs
College Students
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.25
#hiretowin
Professional Network
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.26
 Use personal and
professional contacts to find
candidates
 A cost-effective and powerful
recruiting tool
 Reach a diverse group of
talented candidates by using
professional social networks
#hiretowin
 Can be affordable
 Reach a broad audience quickly
 Cast a wide net
 Reach “passive” candidates
 Example:
 https://business.linkedin.com/
talent-solutions/products/jobs
Online Postings
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.27
#hiretowin
 Experiment with keywords
 Get to the point
 Sell your company
 Understand the features of the job site
 Don’t assume the site will do the work for you
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
Online Posting Tips
28
#hiretowin
 Develop a policy
 Designate a search person
 Don’t request passwords
 Don’t take the information at face
value
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
Social Media Considerations
29
#hiretowin
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
Source: CareerBuilder Survey
Nearly 7 out of 10 businesses
are affected by a bad hire.
30
#hiretowin
 Ask candidates job-related
questions prior to an interview
 Assess whether they have the
minimum qualifications
 Be consistent
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.31
Pre-screening questions
#hiretowin
 Determine whether
candidates meet the
minimum qualifications
 Use in conjunction with an
employment application and
other pre-screening tools
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.32
Reviewing resumes
#hiretowin
 Help verify information on a resume
 Provide additional details the applicant may have left out
Key components:
1. Preferred schedule
2. Salary requirements
3. Work authorization
33
4. Education
5. Employment history
6. References
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
Application forms
#hiretowin
 Prohibit criminal history
inquiries on job applications
 Some states prohibit these
questions until after an initial
interview or a conditional job
offer
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.34
“Ban the box” considerations
#hiretowin
 Help decide whether to have
in-person meeting
 Clarify questions from their
resume or application form
 Express interest and be
enthusiastic
35 © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
Phone interviews
#hiretowin
 Be prepared
 Consider body language
 Don’t jump to conclusions
 Decisions must be job-
related
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.36
Video interviews
#hiretowin
“Open-ended”
questions
• Requires
examples or an
explanation
Situational or
“behavioral-
based” questions
• Provide an
example of past
behavior
Problem-solving
questions
• Shows how a
candidate would
respond to a
situation
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.37
Preparing interview questions
#hiretowin
38
Example questions
#hiretowin© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.39
Avoid: Alternative:
“How old are you?” or “What year
did you graduate high school?”
“Are you at least 21 years of
age?”
“Have you ever been arrested?”
or “Have you ever been convicted
of a crime?
None.
“Where were you born?”
“Are you authorized to work in the
U.S.?” (on application forms)
“What is your religion?” or “Are
you available to work on
Sundays?”
“Are you able to work the
required schedule?”
Questions to avoid
#hiretowin40 © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
Avoid: Alternative:
“Have you ever filed for
bankruptcy?” or “What is your
credit score?”
None.
“Are you pregnant?” or “Do you
have children?” or “Are you
married?”
“This job requires extensive travel
and overtime. Can you meet
those requirements?”
“Do you have any health
problems?”
“Can you perform the essential
functions of the job either with or
without reasonable
accommodation?”
Questions to avoid
#hiretowin
 Thank candidates for coming in
 Let them do the talking
 Answer their questions
 Set follow-up expectations
 Get feedback from those who
met the candidate
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.41
http://bit.ly/smbhiringtoolbox
During and after the interview
#hiretowin
 Compare and rank
candidates
 Don’t make a decision
based on a “gut feeling”
 Consider the applicant’s
ability to perform the job
 Document all hiring
decisions
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.42
Making a selection decision
#hiretowin© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.43
Extending an offer
Dear Sarah:
I am pleased to extend an offer of employment with Sally’s Hair Salon. Your position will be Administrative Assistant reporting to
the Office Manager. Your scheduled start date is May 1, 2015. You will receive compensation in the amount of $17 per hour,
provided you have rendered services during the pay period, subject to any deductions permitted under law.
As a full-time employee of Sally’s Hair Salon you will be expected to work during the hours of 8 am to 5 pm Tuesday through
Saturday. You are eligible for the benefits listed in your New Employee Orientation Packet. However, any benefits currently
provided may be changed or revoked at any time.
This offer of employment is contingent upon the successful completion of a background check.
Sally’s Hair Salon is an at-will employer. This means that both you and Sally’s Hair Salon reserve the right to terminate the
employment relationship at any time for any reason. This letter does not constitute a contract of employment.
If you are in agreement with the terms of this offer of employment, please sign below. I am pleased that you will be joining our team
and look forward to working with you.
Employee acceptance of job offer:
Signature Date
Printed Name Date
#hiretowin
Obtain the candidate’s written consent.
Verify:
 Past and present jobs
 Attendance history
 Pay
 Responsibilities
 Eligibility for rehire
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.44
Reference checks
#hiretowin
 Obtain authorization from the
candidate
 Adhere to federal, state, and
local laws
 Decisions must be job-
related and consistent with
business necessity
 Refer to EEOC Enforcement
Guidance
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.45
Background checks (where appropriate)
#hiretowin
Required Forms:
 Notice of Coverage Options
 Form I-9
 Form W-4
 State-Required Forms
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.46
Other Recommended Forms:
 Emergency contact
 Handbook acknowledgment
 Receipt of company property
 Payroll authorization
 Benefit enrollments
Complete new hire paperwork
#hiretowin
 Decide on the type of hire
 Develop a job description
 Determine recruiting strategy
 Establish a selection process
47
 Make a selection decision
 Consider job-related background
checks
 Complete new hire paperwork
 Retain hiring records
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
Key take-aways
#hiretowin© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.48
ADP National Employment Report:
www.adpemploymentreport.com
LinkedIn Reports:
https://business.linkedin.com/talentsolutions/resources/re
cruiting-tips/global-recruiting-trends
LInkedIn’s Ultimate Hiring Toolbox For Small & Medium
Businesses
https://www.linkedin.com/studentjobs
Career Builder Survey:
http://www.careerbuilder.com/share/aboutus/pressrelease
sdetail.aspx?sd=12/13/2012&id=pr730&ed=12/31/2012
Pricewaterhouse Coopers:
http://www.pwc.com/gx/en/managingtomorrows-
people/future-of-work/assets/reshaping-the-workplace.pdf
Government:
DOL Summer Jobs+ Bank -
https://webapps.dol.gov/summerjobs
Child Labor Laws - http://www.youthrules.dol.gov/know-
the-limits/14-15.htm
EEOC Enforcement Guidance from April 2012 -
http://www.eeoc.gov/laws/guidance/arrest_conviction.cfm
Helpful References
#hiretowin
Thank you for viewing
The information contained in this deck is based on generally accepted HR
practice and is advisory in nature. This content provides a high level
overview and practical information concerning the subject matter covered
and is provided with the understanding that neither the publisher nor the
writers are rendering legal advice or other professional services.
For more information contact your ADP Representative or visit
adp.com/smallbusiness
© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.49
#hiretowin
50
Thanks for watching!
Follow us on social media:
talent.linkedin.com/blog
#hiretowin

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Recruiting and Hiring Tips for Attracting Top Candidates for SMBs [Webcast]

  • 1. Recruiting and Hiring: Tips and Trends for Attracting Top Candidates For Small & Medium Businesses ©2013 LinkedIn Corporation. All Rights Reserved.
  • 2. #hiretowin Introductions Keith Gilman, FPC Division Vice President Jean Olivieri Vice President of Marketing Keith is Division Vice President for the First Year Associate Experience Program for Small Business Services at ADP. Jean is the Vice President of Marketing for Small Business Services at ADP.
  • 3. #hiretowin This information is the property of ADP, LLC (ADP). It may not be distributed, reproduced, modified, sold or used without the written permission of ADP. The information is provided “as is” without any expressed or implied warranty, is based on generally accepted HR practices and is advisory in nature. This content provides a high level overview and practical information concerning the subject matter covered and is provided with the understanding that neither the publisher nor the writers are rendering legal advice or other professional services. Employers are encouraged to consult with their legal counsel or with an experienced employment law attorney for legal advice regarding specific facts concerning the organization’s compliance with applicable legislation. © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.3 Disclaimer © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
  • 4. #hiretowin  Effective recruiting, interviewing and hiring techniques  How to assess staffing needs and craft an effective job ad  Considerations for hiring interns, minors, and seasonal workers  Online job postings and social media  Trends in “ban the box” legislation  Qualifying candidates and finding the right fit  Conducting job-related background checks © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.4 Agenda
  • 5. #hiretowin 46% of companies say that recruiting highly-skilled talent is the most important area of interest for their organization. LinkedIn Report: © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.5 Source: LinkedIn Talent Solutions 2015 Global Recruiting Trends
  • 6. #hiretowin 6 Source: ADP National Employment Report 248 242 208 297 232 215 252 231 284 275 220 214 189 0 50 100 150 200 250 300 350 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Thousands Chart 1. Change in Nonfarm Private Employment © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
  • 7. #hiretowin Small businesses alone created 57% of those jobs. © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.7 Source: ADP National Employment Report
  • 8. #hiretowin 1. Who do you need to hire? 2. What does this person need to do? 3. How will you find top talent? 4. How will you identify qualified candidates? 5. Are you prepared to conduct interviews? 6. What is your selection process? 7. What are the next steps? © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.8 Questions to ask
  • 9. #hiretowin  Interns  Seasonal workers  Temporary workers  Minors  Full-time employees  Part-time employees © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.9 Types of hires
  • 10. #hiretowin © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.  Students gain work experience in their field of study  Businesses get access to a motivated and eager applicant pool  Opportunity to discover a potential future hire  DOL Summer Jobs+ Bank: https://webapps.dol.gov/summerjobs  LinkedIn Student Job Portal: https://www.linkedin.com/studentjobs Interns 10
  • 11. #hiretowin 1. The internship is similar to academic training 2. It’s for the benefit of the intern 3. The intern does not displace regular employees 4. The employer gets no immediate advantage; operations may be impeded 5. The intern is not necessarily entitled to a job at the end; and 6. Both parties understand that the intern is not entitled to pay http://www.dol.gov/whd/regs/compliance/whdfs71.pdf © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.11 Can interns be unpaid? DOL six-part test.
  • 12. #hiretowin Seasonal Workers & Temps 1. Start the process early • Larger applicant pool • Increased training time 2. These workers are: • Protected by employment laws • Generally entitled to the same rights and benefits as employees 12 © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
  • 13. #hiretowin © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services. Minors In the summer months, the FLSA allows 14 and 15-year olds to work:  Between 7 a.m. and 9 p.m.  Up to 8 hours in a day  Up to 40 hours in a week 13
  • 14. #hiretowin© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.14 Excavation Mining Manufacturing Explosives Driving a Motor Vehicle Operating Power Equipment http://www.youthrules.dol.gov/know-the-limits/14-15.htm Job restrictions for minors
  • 15. #hiretowin © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services. Full-Time & Part-Time Workers  Fill a long-term need with your company  Part-timers may be a cost- effective option when demand doesn’t warrant 40 hours/week 15
  • 16. #hiretowin© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services. 16 http://bit.ly/7jobdescriptiontricks
  • 17. #hiretowin • Explain perks to attract talent Description of the company • List key job responsibilitiesDescription of the role • Years of experience, education, or skillsRequired qualifications • Job-related background checks, etc.Selection requirements • Demonstrates fairness Equal employment opportunity statement © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.17 Develop a job ad
  • 18. #hiretowin © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services. 18 X Sally’s Hair Salon Administrative Assistant (full-time) Dallas, Texas $15-$18/hour, DOE Sally’s Hair Salon is seeking a highly organized and detail-oriented administrative assistant. We offer competitive benefits, including health insurance, 401(k), and paid time off. Visit us online at www.sallyshairsalondallas.com Responsibilities: • Answer phones and direct incoming calls • Greet guests • Schedule appointments • Order office supplies • Maintain and update online filing systems Requirements: • Minimum of 5 years of related experience • Ability to work independently with little to no supervision • Ability to work in a fast-paced environment Apply Now: To apply, visit our website, at www.sallyshairsalondallas.com/careers Sally’s Hair Salon is an equal opportunity employer (EOE). We do not discriminate on the basis of race, religion, color, sex, age, national origin, disability, military status, genetic information, or any other characteristics protected under law. Chip’s Bakery Administrative Assistant (part-time) We’re looking for an administrative assistant to answer phones, order supplies, maintain files, and coordinate travel plans. Requirements: • Minimum of 10 years of related experience • Ability to work independently • Ability to multi-task Visit our website to apply: www.yumchipsbakery.com Qualified candidate, preferably with no children, will be able to travel, whenever needed.
  • 19. #hiretowin 45% of companies said their biggest obstacles to attracting the best talent in 2014 were competition and compensation. LinkedIn Report: © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services. Source: LinkedIn Talent Solutions 2015 Global Recruiting Trends 19
  • 20. #hiretowin  The digital generation: 41% would rather communicate electronically  It’s not all about money: 52% said opportunities for career progression make an employer most attractive Millennials 20 Source: Pricewaterhouse Coopers © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
  • 21. #hiretowin © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services. 21 74% 64% 62% 59% 0% 20% 40% 60% 80% Internet Job Boards Company Career Website Internal Hires Social Professional Networks Top Sources for Quantity of Hire Source: LinkedIn Talent Solutions 2015 Global Recruiting Trends
  • 22. #hiretowin Internal Candidates 22  Consider transfers or promotions  Boosts morale  Lowers recruiting costs  Creates a new vacancy © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.
  • 23. #hiretowin  Encourage employees to refer qualified people they know  Employees rewarded for successful referrals  Have a written policy on program rules Employee Referrals © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.23
  • 24. #hiretowin  Refer back to your hiring records  An applicant that wasn’t right previously might be now  Cuts down on recruiting costs Applications on File © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.24
  • 25. #hiretowin  Contact college career centers  Gain access to a large pool of motivated talent  Example: https://www.linkedin.com/stude ntjobs College Students © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.25
  • 26. #hiretowin Professional Network © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.26  Use personal and professional contacts to find candidates  A cost-effective and powerful recruiting tool  Reach a diverse group of talented candidates by using professional social networks
  • 27. #hiretowin  Can be affordable  Reach a broad audience quickly  Cast a wide net  Reach “passive” candidates  Example:  https://business.linkedin.com/ talent-solutions/products/jobs Online Postings © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.27
  • 28. #hiretowin  Experiment with keywords  Get to the point  Sell your company  Understand the features of the job site  Don’t assume the site will do the work for you © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services. Online Posting Tips 28
  • 29. #hiretowin  Develop a policy  Designate a search person  Don’t request passwords  Don’t take the information at face value © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services. Social Media Considerations 29
  • 30. #hiretowin © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services. Source: CareerBuilder Survey Nearly 7 out of 10 businesses are affected by a bad hire. 30
  • 31. #hiretowin  Ask candidates job-related questions prior to an interview  Assess whether they have the minimum qualifications  Be consistent © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.31 Pre-screening questions
  • 32. #hiretowin  Determine whether candidates meet the minimum qualifications  Use in conjunction with an employment application and other pre-screening tools © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.32 Reviewing resumes
  • 33. #hiretowin  Help verify information on a resume  Provide additional details the applicant may have left out Key components: 1. Preferred schedule 2. Salary requirements 3. Work authorization 33 4. Education 5. Employment history 6. References © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services. Application forms
  • 34. #hiretowin  Prohibit criminal history inquiries on job applications  Some states prohibit these questions until after an initial interview or a conditional job offer © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.34 “Ban the box” considerations
  • 35. #hiretowin  Help decide whether to have in-person meeting  Clarify questions from their resume or application form  Express interest and be enthusiastic 35 © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services. Phone interviews
  • 36. #hiretowin  Be prepared  Consider body language  Don’t jump to conclusions  Decisions must be job- related © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.36 Video interviews
  • 37. #hiretowin “Open-ended” questions • Requires examples or an explanation Situational or “behavioral- based” questions • Provide an example of past behavior Problem-solving questions • Shows how a candidate would respond to a situation © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.37 Preparing interview questions
  • 39. #hiretowin© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.39 Avoid: Alternative: “How old are you?” or “What year did you graduate high school?” “Are you at least 21 years of age?” “Have you ever been arrested?” or “Have you ever been convicted of a crime? None. “Where were you born?” “Are you authorized to work in the U.S.?” (on application forms) “What is your religion?” or “Are you available to work on Sundays?” “Are you able to work the required schedule?” Questions to avoid
  • 40. #hiretowin40 © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services. Avoid: Alternative: “Have you ever filed for bankruptcy?” or “What is your credit score?” None. “Are you pregnant?” or “Do you have children?” or “Are you married?” “This job requires extensive travel and overtime. Can you meet those requirements?” “Do you have any health problems?” “Can you perform the essential functions of the job either with or without reasonable accommodation?” Questions to avoid
  • 41. #hiretowin  Thank candidates for coming in  Let them do the talking  Answer their questions  Set follow-up expectations  Get feedback from those who met the candidate © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.41 http://bit.ly/smbhiringtoolbox During and after the interview
  • 42. #hiretowin  Compare and rank candidates  Don’t make a decision based on a “gut feeling”  Consider the applicant’s ability to perform the job  Document all hiring decisions © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.42 Making a selection decision
  • 43. #hiretowin© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.43 Extending an offer Dear Sarah: I am pleased to extend an offer of employment with Sally’s Hair Salon. Your position will be Administrative Assistant reporting to the Office Manager. Your scheduled start date is May 1, 2015. You will receive compensation in the amount of $17 per hour, provided you have rendered services during the pay period, subject to any deductions permitted under law. As a full-time employee of Sally’s Hair Salon you will be expected to work during the hours of 8 am to 5 pm Tuesday through Saturday. You are eligible for the benefits listed in your New Employee Orientation Packet. However, any benefits currently provided may be changed or revoked at any time. This offer of employment is contingent upon the successful completion of a background check. Sally’s Hair Salon is an at-will employer. This means that both you and Sally’s Hair Salon reserve the right to terminate the employment relationship at any time for any reason. This letter does not constitute a contract of employment. If you are in agreement with the terms of this offer of employment, please sign below. I am pleased that you will be joining our team and look forward to working with you. Employee acceptance of job offer: Signature Date Printed Name Date
  • 44. #hiretowin Obtain the candidate’s written consent. Verify:  Past and present jobs  Attendance history  Pay  Responsibilities  Eligibility for rehire © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.44 Reference checks
  • 45. #hiretowin  Obtain authorization from the candidate  Adhere to federal, state, and local laws  Decisions must be job- related and consistent with business necessity  Refer to EEOC Enforcement Guidance © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.45 Background checks (where appropriate)
  • 46. #hiretowin Required Forms:  Notice of Coverage Options  Form I-9  Form W-4  State-Required Forms © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.46 Other Recommended Forms:  Emergency contact  Handbook acknowledgment  Receipt of company property  Payroll authorization  Benefit enrollments Complete new hire paperwork
  • 47. #hiretowin  Decide on the type of hire  Develop a job description  Determine recruiting strategy  Establish a selection process 47  Make a selection decision  Consider job-related background checks  Complete new hire paperwork  Retain hiring records © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services. Key take-aways
  • 48. #hiretowin© 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.48 ADP National Employment Report: www.adpemploymentreport.com LinkedIn Reports: https://business.linkedin.com/talentsolutions/resources/re cruiting-tips/global-recruiting-trends LInkedIn’s Ultimate Hiring Toolbox For Small & Medium Businesses https://www.linkedin.com/studentjobs Career Builder Survey: http://www.careerbuilder.com/share/aboutus/pressrelease sdetail.aspx?sd=12/13/2012&id=pr730&ed=12/31/2012 Pricewaterhouse Coopers: http://www.pwc.com/gx/en/managingtomorrows- people/future-of-work/assets/reshaping-the-workplace.pdf Government: DOL Summer Jobs+ Bank - https://webapps.dol.gov/summerjobs Child Labor Laws - http://www.youthrules.dol.gov/know- the-limits/14-15.htm EEOC Enforcement Guidance from April 2012 - http://www.eeoc.gov/laws/guidance/arrest_conviction.cfm Helpful References
  • 49. #hiretowin Thank you for viewing The information contained in this deck is based on generally accepted HR practice and is advisory in nature. This content provides a high level overview and practical information concerning the subject matter covered and is provided with the understanding that neither the publisher nor the writers are rendering legal advice or other professional services. For more information contact your ADP Representative or visit adp.com/smallbusiness © 2015 ADP, LLC. This content provides practical information concerning the subject matter covered and is provided with the understanding that ADP is not rendering legal advice or other professional services.49
  • 50. #hiretowin 50 Thanks for watching! Follow us on social media: talent.linkedin.com/blog #hiretowin

Notes de l'éditeur

  1. Hello everyone! We are thrilled to introduce today’s webcast titled, “Recruiting and Hiring: Tips and Trends for Attracting Top Candidates. We’re excited all of you could join us. We’ll start by going over a few housekeeping items and then we’ll get started.
  2. Keith My name is Keith Gilman, Division Vice President for the First Year Associate Experience Program. And with me today is Jean Olivieri who is the VP of Marketing for ADP’s Small Business Services group.
  3. Keith Please take a moment to view our disclaimer, which is intended to inform you that the information contained in this webcast provides a high level overview and practical information concerning the subject matter covered. It’s provided with the understanding that neither the writers nor the presenters are rendering legal advice or other professional services.
  4. Keith We see there is a unique mix of HR professionals and non-HR professionals, such as department managers who may be involved in the recruitment/hiring process and recruiters who have varying levels of experience with us today. This is great to see since this content was developed for hiring managers and talent professionals who work in small to mid-sized businesses. In this session, you will gain fundamental to advanced information related to hiring for your small to mid-sized businesses, including: [go through agenda] Effective recruiting, interviewing and hiring techniques. How to assess staffing needs and craft an effective job ad Considerations for hiring interns, minors, and seasonal workers. Online job postings and social media Trends in “ban the box” legislation Qualifying candidates and finding the right fit Conducting job-related background checks
  5. Keith So, I don’t think it’s a surprise that 46% of companies say that recruiting highly-skilled talent is the most important area of interest for their organization. This may be especially true for small to mid-sized businesses where every player makes a noticeable impact on the company’s success.. But, these business have it tough. There’s tons of competition especially with brand named companies who may have an easier time attracting and hiring talent as they have more resources, budget, and a brand name that people are familiar with.
  6. Keith But, what’s interesting is that according to ADP’s National Employment Report, hiring has been on the rise over the last year. The ADP report, derived from ADP’s actual payroll data, measures the change in private jobs each month. According to this report, 189,000 private sector jobs were created in March alone. Additionally, the Bureau of Labor Statistics has reported that the unemployment rate continues to drop.
  7. Keith Of those 189,000 jobs created in March, 57% were created by small businesses. This is great for the market and our economy but what do this mean to you? It may mean that the competition is getting fierce. “How will your business compete in the marketplace while staying compliant with employment laws?” We’ll go through the steps and tips to help you answer this question.
  8. Keith So, how do you go about finding the talent you need? When beginning the hiring process, you should ask yourself these questions. Who do you need to hire? What does this person need to do? How will you find top talent? How will you identify qualified candidates? Are you prepared to conduct interviews? What is your selection process? What are the next steps? Kick back to Jean
  9. Jean As we discussed on the previous slide, there are many different types of hires to consider. Interns and seasonal workers can actual be a great fit for summer employment and with summer approaching you may begin to get a lot of students and other seasonal workers looking for jobs. I know a lot of small business owners with seasonal restaurants who are dealing with this right now. So we will start with those so you can begin to assess which type of hire will best fit your needs. And go deeper on all the types in the next few slides.
  10. Jean The first type we will review is interns. Internships can be a great tool to help students gain work experience in their field of study and allow businesses access to a motivated and eager applicant pool. They can be especially good if you need help in a certain area where you don’t have expertise. A good example is if you need to build a website and you don’t know how and don’t want to pay a vendor. An intern in this field can help you and help them with valuable work experience in their field. They can also a great way to find talent for future offerings after the intern graduates. Using interns may seem like a good way to cut labor costs, but it’s important to realize that most interns are entitled to at least the minimum wage per hour and overtime when applicable. If you think you may be interested in an internship program , you can leverage the Department of Labor summer jobs bank at the address listed on the screen to connect your business with interns and other youth seeking summer work. LinkedIn also has programs that allow you to connect with students or graduates. Many SMBs are using Student Job programs use LinkedIn’s Student portal to help connect students or graduates to employers (https://www.linkedin.com/studentjobs) [Keith to jump in]
  11. Jean A question we typically get asked is “can interns be unpaid” They answer is usually not. There is a six part test from the dep’t of labor to determine whether or not an intern gets paid. First, the internship program needs to be similar to academic training. Meaning that it should be structured around a classroom or academic experience versus the employer's operations. To help satisfy this requirement, employers typically work closely with a university that provides oversight to the program and offers college credit.   Second, the internship must be for the benefit of the intern. It should provide skills that can be used in multiple work settings. Third, employers cannot use unpaid interns as substitutes for regular workers or to supplement their existing workforce. Fourth, the employer gets no immediate advantage, and, on occasion, operations may be impeded. Any work done by an unpaid intern should be insubstantial in nature and secondary to the training process. Fifth, both parties must understand that the intern is not necessarily entitled to a job at the end of the internship. And finally, both parties understand that the intern is not entitled to pay.    The reality is, very few internships will meet all of these criteria, Which you can learn more about at the address on the screen. Evaluate each situation on a case-by-case basis and when in doubt, pay interns at least the minimum wage and overtime when due. Also, keep in mind that many of the employment laws that apply to regular employees, apply to paid interns and in some cases, unpaid interns, as well.
  12. Jean Another type of hire are seasonal workers and temps. These are typically pretty popular during the summer months as many of you who are seasonal begin to ramp up hiring for the busy season. A few things to consider. First, now is the time to start the process. Being early to the game will ensure that you have access to a large talent pool. If you start too late, other companies will have first pick of the seasonal workforce. Starting early can also ensure you have enough time to train them before demand picks up.   Keep in mind that seasonal workers are protected by employment laws and are generally entitled to the same rights and benefits as employees.
  13. Jean Minors are another category of hires. In the summer months you may receive more applications from minors for seasonal positions. Enterprising teenagers can gain valuable experience and bring new ideas to many roles. Examples include administrative or database work in a corporate environment to the more traditional outdoor positions, like the lifeguard shown here, or at resort and restaurants. However, keep in mind that … There are FLSA regulations regarding the hours minors can work. In the summer months, the FLSA allows minors 14 and 15-year olds to work between the hours of 7am and 9pm. Minors can work up to 8 hours a day or up to 40 hours a week in the summer. During the school year, there are stricter rules on work hours during the school year. And, your state law may have additional restrictions. So check with your state for additional information.  
  14. Jean Minors under 18 are prohibited from performing hazardous work. And many of you may be in industries where this type of work is performed like construction for example or even restaurants. According to the FLSA, these includes excavation, mining, manufacturing explosives, driving a motor vehicle, and operating power equipment. To be safe, You should also check your state law for additional restrictions and more on the link we have listed here.   You can visit the site we’ve listed here for more information child labor laws: http://www.youthrules.dol.gov/know-the-limits/14-15.htm
  15. Jean The last category to discuss is full and part time workers. These workers both fill a long-term need with your company. Your decision on full or part-time comes into play as you are evaluating your needs of the positon. If you have a long-term need but only for a few days per week or hours per day, then a part-time arrangement might be a good option. Typically, part-timers are provided with benefits on a pro-rated basis, which can help keep labor costs down. Obviously, full-timers are best when workload consistently requires a 40 or so hour workweek. Keep in mind under certain laws, like the Affordable Care Act, full-time is defined as employees who work 30 or more hours per week. Carefully evaluate the position to determine if you need someone on a full-time or part-time basis. Once you’ve done so, it’s important to determine their responsibilities, which we will discuss further in the coming slides. I’ll turn things back over to Keith to discuss Step Two.
  16. Keith It may help to start by developing a job description. The benefits of job descriptions extend beyond the hiring process. They can help you classify roles as exempt or non-exempt, develop pay ranges, and can clarify responsibilities for new hires. Common components of job descriptions are shown here: There’s the job Summary, followed by essential functions or job accountabilities. This is the heart of your job description, essentially, it outlines why the position exists. Also include necessary experience, education, certifications and skills. All of this information will ultimately form the basis for your job posting. There are a lot of resources out there that can help you. For example, ADP has a job description wizard with hundreds of available job descriptions to help you create a customized job description. (NOTE ANIMATION) And for additional tips and tricks, download LinkedIn's 7 Tricks for an Irresistible Job Description here.
  17. Keith If your job ad includes the right information, it can help to attract candidates with the qualifications you’re looking for. Start with a brief description of the company and the role.   List required qualifications as well as salary range, which may help to limit the applicant pool. Or, ask applicants to submit their salary requirements when they apply.   If applicable, you may also want to include post-offer requirements, such as drug screens or criminal background checks.   And finally, an equal employment opportunity statement helps to demonstrate that you do not discriminate on the basis of any characteristics that are protected by law.   On the next slide, we’ll look at an example that incorporates all of these components.
  18. Keith Here are two small businesses in the Dallas/Fort Worth area, both are looking for an Administrative Assistant.   You’ll see Sally’s ad is well-written. It’s pretty easy to read with a list of key responsibilities and a summary of the position and the company. From a candidate’s perspective, there’s a lot of information here that can help them decide whether to apply. She mentioned that the position is full-time, where it’s located, and even the salary range. She also listed company perks, such as health insurance and paid time off.   Chip’s Bakery, on the other hand, didn’t do as well writing their job ad. While they indicated that the position was part time, they forgot to mention the hours, location or salary range. There's no information about benefits or the company itself. Also, some of the information Chip mentioned may be prohibited by law. Hopefully this helps illustrate the points you should include in your job ad – and those you should leave out.
  19. Keith According to a recent survey by LinkedIn, 45% of companies said their biggest obstacles to attracting the best talent in 2014 were competition and compensation. Find ways to differentiate your company and be strategic about your recruiting efforts
  20. Keith Your recruiting strategy should depend, in part, on the type of candidate you’re looking for. Many of you have probably heard that millennials will make up a large part of the workforce in the coming years. According to a recent study by Pricewaterhouse Coopers, the millennial generation is a digital generation, with 41% of those questioned saying they would rather communicate electronically than face-to-face or over the phone. Use technology to reach the full talent pool. Consider what is attractive to the various generations when staying competitive. And remember, it’s not all about money. The Pricewaterhouse Coopers study also revealed that 52% of millennials said opportunities for career progression was what made an employer most attractive. [Keith to add commentary] To cast a wide net and attract the talent you’re looking for, make sure you adjust your strategy accordingly. [Kick back to Jean]
  21. Jean Thanks Keith. So, how are businesses finding candidates? According to the poll we just conducted, many of you are using ____________________ to find your candidates According to a recent report by LinkedIn, 74% of businesses are using internet job boards to find the candidate they are looking for. Some of the other top sources include a company’s own website and social networking. We’ll discuss these options as well as a few others on the next few slides.
  22. Jean Let’s start with internal candidates. Don’t forget to look within. You’re one step ahead of the game, since you’re already familiar with an internal candidate’s performance. Also, internal transfers or promotions can boost morale and keep your recruiting costs at manageable levels. There are two things to keep in mind here. First, even internal candidates should still be put through a formal hiring process to ensure responsibilities are communicated clearly and that it is the right fit for the employee and employer. Also, when an existing employee is promoted into a new position, a vacancy is created, which will most likely force you to seek external talent for that replacement albeit at a lower-level.
  23. Jean Another popular method of attracting candidates is through employee referrals. With these programs, current employees are encouraged to recommend open positions to qualified people they know. If a successful hire is made, the referring employee typically receives some sort of reward, such as a cash bonus. Most companies require the referred employee to successfully complete a certain length of service before the award is paid out. If you choose to implement this type of program, please remember to clearly spell out the rules and guidelines in a written policy.
  24. Jean Another method for keeping recruiting costs down is to go back to applications you have on file. Have you ever met with a candidate who want a great fit, but you wished you had a role for them? When you have an open position, refer back to these types of candidates. You may find an applicant who wasn't right before is a great fit now. This just happened to me. I had interviewed someone who I liked a lot but was too junior for the role I was hiring for. As I began to build out new roles on my team, I went to him and encouraged him to apply. I just made an offer this week! This obviously cuts down on recruiting costs and the work involved in finding a great candidate.
  25. Jean Many schools operate internship programs through their career offices. They also help students ready to graduate find jobs in their field. Contact college career centers and register with them. Getting registered can provide access to a pool of motivated talent. Back when I started in sales with ADP over 20 years ago, we hired an intern who was just amazing. He was high-energy and smart and I remember thinking to myself, this guy is going to be great here. And he was. That intern is now our senior VP of sales in our small business group. If you think you may be interested in tapping into this type of talent, you can use tools like the LinkedIn Student Job programs to help connect students or graduates to employers . The link for that program is shown above. (https://www.linkedin.com/studentjobs)
  26. Jean Don’t forget to tap into your own professional network as well. Use your contacts to tap into candidates who may not be actively looking on job boards but may make a change for the right opportunity. This can be a cost-effective recruiting option that helps reach a diverse group of talented candidates. more and more companies are using social media sites, such as LinkedIn, to reach out to their professional network. Using these types of networking tools can generate great leads for candidates that would be a good fit for your open position.
  27. Jean As we saw earlier, online postings are the most widely used recruiting method. Job boards, like LinkedIn, can be affordable and allow you to reach a broad audience quickly. They also lack the space constraints of print ads. They allow you to cast a wide net since you can reach a large number of candidates with a few simple clicks. for example, posting on LinkedIn which has over 347 MILLION members may be a good place to start or you can cast a wider net by using multiple job boards. These also give you the ability to reach “passive” candidates who aren’t actively looking, but may be interested in the right opportunity. The downside of this method is that you may be inundated with resumes that don’t meet your requirements. We’ll go over some tips for weeding through all these applicants a little later.
  28. Jean Since many of you will likely post jobs online, let’s go over a few tips. Experiment with key words. Use titles and keywords widely known in the field or industry that candidates may be searching on. Get to the point. Candidates often skim job postings for things that meet their needs. Take the opportunity to sell your company. Develop a career page in advance that lists available positions and gives an overview of the benefits you offer. This is your chance to sell candidates on your culture and why it’s so great to work for you. This is an important part of staying competitive in the market. And finally, learn about the features of the site you’re using. Many job posting websites have tools that will help you in your recruiting process. For example, ADP Hiring powered by GetHired.com streamlines the hiring process, by posting your openings to multiple sites with a few clicks.
  29. Jean We’ve talked a lot about online postings and using professional social media networks to find candidates. There are a lot of legal considerations when using this channel. From the basics of recruiting to the more complicated nuances of screening and selection - How do you go about using social media responsibly and in compliance with the law. For instance, some states protect workers from discrimination based on legal off-duty conduct, such as smoking or the consumption of alcohol, which may be revealed in social media. Protected characteristics, such as race, age, religion, and disability, can easily be revealed online. Also, information you find about a candidate online may not be accurate. Know that using social media in hiring can have pitfalls, so consider these tips:   Develop a policy and protocol on social media in hiring. Be sure to spell who is authorized to conduct social media searches and at what stage in the hiring process. This person should be different than the person making the hiring decision and should be provided with specific job-related criteria for conducting searches on a consistent basis. If you use a 3rd party to conduct these searches, be sure to comply with the Fair Credit Reporting Act and all applicable laws. A growing number of states have passed laws that prohibit employers from requiring applicants or employees to provide them with access to their personal social media accounts. Even if your state doesn’t expressly ban it, it is never a good idea to ask for passwords and access to accounts.    Okay, with that, Keith will walk you through Step Four.
  30. Keith According to a recent CareerBuilder Survey, nearly 7 out of 10 businesses are affected by a bad hire. This really underscores the importance of making the right decision. It can be overwhelming to sift through resumes, cover letters, all the information applicants submit. But, if you establish a clearly defined screening process, you can help narrow the applicant pool and determine who is qualified. Depending on the role, this may involve pre-screening questions and reviewing resumes and application forms.
  31. Keith Pre-screening questions give you an opportunity to ask candidates job-related questions prior to an interview. Their responses can help you better assess whether they have the necessary qualifications. For example, if you’re hiring an accountant or financial expert you may ask them to solve a math problem to assess necessary skills. If you use pre-screening questions, use the same questions for all applicants applying for the same role. This helps to ensure each applicant is evaluated with the same criteria. Be mindful of nondiscrimination laws when designing and using pre-screening questions.
  32. Keith Resumes are another way to determine whether candidates meet the minimum qualifications. If someone doesn’t have the experience or education required, you can easily eliminate them. But, keep in mind that a resume allows applicants to provide information in a format and style of their choice. So this usually means they’re providing information that they want to share. That's why resumes should always be used in conjunction with an employment application and other pre-screening tools.
  33. Keith Have candidates complete an application form to verify information on their resume and provide additional details the applicant may have left out. Look closely at their employment history for information about tenure and reasons for leaving previous jobs. The application should also ask about education as well as professional designations & licenses. Other components of an application form are shown on this slide.
  34. Keith “Ban the box” laws prohibit employers from asking criminal history questions on job applications. Note that some states and local jurisdictions also prohibit employers from asking these types of questions until after an initial interview or a conditional job offer.   Ban the box legislation has gained momentum in recent years. Even if you’re not in a state or jurisdiction that currently has a ban the box law, the Equal Employment Opportunity Commission recommends employers avoid asking about criminal history on employment applications, and it’s a best practice to do so. And now I’ll hand things back over to Jean to discuss Step Five.
  35. Jean At this point, you’ve reviewed resumes and applications. Now the question is, are you prepared to conduct interviews. Many hiring managers are not trained on the types of questions they should ask and which to avoid. In this section we will review some interviewing tips. Let’s start with phone interviews. A lot of times, employers will conduct phone interviews before deciding whether to bring an applicant in for an in-person meeting. Phone interviews are generally used to help decide whether of not to have an in person meeting. They are relatively short, 15 minutes to a half hour, and should focus on clarifying some of the questions you might have after reviewing the candidate’s resume or application form.   Keep in mind that this may be the applicant’s first point of contact with the company and first impressions are important. Express interest, be enthusiastic, and thank them for taking the time to speak with you.   The next step from here is usually an in person meeting.
  36. Jean Some employers are starting to conducti video interviews. Virtual interviews are typically used when there are geographic limitations that prevent the candidate from traveling to your location early in the process. When conducting video interviews: Be prepared. Test the technology you’re using in advance, have the room ready, and your questions and their resume printed out. Be mindful of your body language. Remember, because the candidate can see you, it’s important that you’re conscious of your professional appearance. Like any other stage of the process, be mindful of equal employment opportunity laws. All hiring decisions must be job-related and not take into account protected class information.
  37. Jean Preparing a list of questions in advance can help to ensure that you get the type of information you need. You should ask All candidates for a particular job the same core set of questions. This allows you to make comparisons among applicants and ensure all candidates are treated fairly. When developing a list of questions: Make sure they are “open-ended”. Don’t ask question like =- have you executed digital marketing campaigns. Instead, ask, “What were the measurable results from the digital campaign you designed”. In other words, avoid questions where the candidate can simply answer yes or no. Use situational or “behavior-based” questions that provide an example of past behavior, such as “Tell me about a time that you lead a team to complete a project.” Consider problem solving questions to see how the candidate would respond in real-life situations. And finally, avoid questions that may reveal information that is protected under law.
  38. Jean And here are other examples of open-ended questions. (NOTE ANIMATION) Achievements Judgment & prioritization
  39. Jean When interviewing, it’s important to know what questions you should ask as well as questions you should avoid Even seemingly harmless questions could reveal an applicant’s religion, national origin, or other information that is protected under nondiscrimination laws. It’s ok to ask questions that elicit job-related information, ability to perform essential functions of the job, or meet certain requirements. But you need to be careful about not only what you’re asking but how. Avoid any questions that have the potential to reveal a candidate’s age. Beyond the obvious, “how old are you?” you should also avoid asking for a candidate’s date of birth or the year they graduated high school. If there are minimum age requirements for the job, ask if the candidate meets that minimum age requirement. [Add example of bartender begin 21 or older] Criminal history is another area you should use caution, as we mentioned when we discussed employment applications. Some laws require you to wait until after making a conditional offer before asking about criminal history. Avoid questions that have the potential to reveal national origin, such as where were you born, or where did you grow up? Instead, your application form should confirm that a candidate is legally authorized wo work in the United States. And candidates should fill out an application form before the interview. Avoid asking what religion an applicant practices or if they’re available to work on say, Sundays. Rather, state the regular hours, days or shifts that are required of this position and ask if the candidate is able to work that schedule.
  40. Jean In addition, avoid asking questions about an applicants credit history, potential pregnancy, or medical condition.
  41. Jean Let’s take a look at a few tips for conducting the interview. Thank the candidates for coming in and let them do most of the talking. Give them time to answer as thoroughly as they can. Ask follow-up questions when necessary and take notes so that you can recall your discussion later on.   Once you’ve gotten the information you need, give the applicant a chance to ask you questions. A good candidate is also evaluating you and your company, to see if it is worth coming to work for you. These candidates will ask thoughtful questions to really determine whether the job is right for them. Close the interview by setting follow-up expectations. Let them know next steps such as follow up interviews or how long before you will reach out with the outcome.   Following the interview, speak with everyone who interacted with the applicant to get their thoughts to make sure everyone working with the candidate feels they would do a good job. (NOTE ANIMATION) For more details on the steps we discussed, you can also download LInkedIn’s Ultimate Hiring Toolbox For Small & Medium Businesses.
  42. Keith Compare and rank candidates using your interview notes and summary forms and gather feedback from other people who interacted with the applicant.   Make sure your decision is based on job-related reasons, not just a “gut feeling”. Tools such as job descriptions, resumes, interview notes, and ranking sheets should be used to support your hiring decision.   Document your hiring decisions and keep records showing why applicants were either hired or rejected. Make sure the documentation is factual, specific, and job-related.
  43. Keith Typically job offers are made verbally, and then followed up with a written offer outlining pay, benefits, and other aspects of the employment relationship. Here is a sample written offer for an administrative assistant. You’ll see that we bolded some of the key components of the offer. Start date, job title, pay, supervisor and schedule are listed. If, by nature of your business, the work schedule is likely to change from day to day or week to week, simply indicate that the individual is expected to meet the work schedule provided by their supervisor.   Provide a brief summary of benefits, but always tell candidates to refer to your full benefit’s policy for more details on the specifics. Reserve the right to change, modify or cancel company provided benefits at any time.   This offer is contingent upon the successful completion of a background check. If you plan to conduct job-related background checks, they should be done after making a conditional offer.   Avoid any statements that imply a contract of employment and reiterate that either you or the employee can terminate the relationship at any time for any reason.   At the bottom of the letter leave a space for the candidate to sign and accept the terms of the offer.
  44. Keith Let’s start with reference checks. References can confirm past and present employment history, work habits, attendance, pay, responsibilities, and eligibility for rehire.   Before checking references, obtain the candidate’s written consent. Ask them to sign a form authorizing their former employer to disclose job-related information to your company.   Many employers use reference checks to verify information provided in employment applications, resumes, and interviews. For instance, they may confirm dates of employment, positions held, and salary. Most employers are willing to disclose this type of information, but may be less inclined to provide information on performance or conduct-related issues.  It’s best to contact a reference directly via phone, even if a candidate provides a letter of recommendation from that person. The references you use should generally be professional contacts, ideally from previous employers or someone who has directly supervised the employee.   During the conversation, it’s possible a former employer may inadvertently disclose information that may be irrelevant (for example, the individual's age, national origin, or family status). In these cases, the information must not be used when making your hiring decision.  
  45. Keith Where appropriate some companies conduct job-related background checks.   The use of criminal records must be job related and consistent with business necessity. Candidates subject to background investigations must provide their authorization and consent. Your screening provider should give you the appropriate form to provide to applicants. Work closely with them throughout this process to ensure you follow appropriate procedures under the Fair Credit Reporting Act and other related laws, including adverse action procedures.   Also, follow the EEOC's Enforcement Guidance from April 2012 The guidance says an employer cannot simply disregard any applicant who has been convicted of a crime. Instead, you need to show how the specific criminal conduct, and its dangers, presents a risk and consider a number of factors, like: the circumstances surrounding the offense; employment history before and after the offense; their rehabilitation efforts; and employment and character references [Back to Jean]
  46. Jean It’s now time to confirm your offer and be prepared to complete necessary paperwork. A relatively new obligation for employers that came from the Affordable Care Act is the Model Notice of Coverage Options which must be given to all new hires. The purpose of the Notice is to inform employees of the availability of health care coverage through the health care marketplace. You must also have the applicant complete an I-9 Form to verify that they’re authorized to work in the United States as well as a W-4 to determine how much federal income tax to withhold from their pay. Some states also require a tax withholding form and requirements. There are many resources to help with this, ADP has resources you can use or you can check with your state. In addition, we’ve listed several other suggested forms that you may want to include with your new hire, including emergency contacts, handbook acknowledgment, receipt of any company property, payroll authorization, and benefits enrollment.
  47. Jean When it comes to hiring, there’s a lot to think about. Start by deciding what type of employee you need then determine the skills and responsibilities. Develop a recruiting strategy, establish a selection process, and always make your decision based on job-related criteria. To close out the process, develop an effective onboarding program and retain records according to federal, state and local laws. We hope you enjoyed today’s webinar and at this point, we would like to open it up for any questions.
  48. Jean How does temp-to hire work? If at the end of the temporary period, and I do not choose to hire the person, am I subject to paying out unemployment? Temp to hire is when an employee is hired for a temporary assignment that can then lead to a full-time job, depending on the company’s needs. Once a temporary assignment ends, the employee may be eligible for unemployment. Eligibility for unemployment varies by state, but typically the employee must meet the minimum requirements for wages earned or time worked within a specified period, referred to as a "base period". The person filing a claim must also be able and available to work in order in order to be eligible. Check your state law for specific eligibility requirements. Are we able to do a working interview without pay? This is a great question and we actually covered this in our last webcast on Wage and Hour laws. Some employers use working interviews to assess whether the candidate has the skills to perform the job. Typically a candidate who performs a working interview is protected by relevant employment laws, entitled to at least the minimum wage per hour, and subject to income tax withholding. How does an employer determine if an applicant is a good fit for the position and culture and if he/she is committed for the long run? The industry has a 70 - 80 percent turnover rate. Turnover can be a problem in any industry and I think many companies struggle with this. Start by looking at your overall compensation package. Is it competitive? Is there anything else you can offer to make your company more attractive? Like more vacation time or better hours perhaps? Then, evaluate your hiring process to make sure you’re getting as much job-related information about the candidate as possible. Use behavioral questions to better understand how an applicant would perform on the job and consider other options, like a working interview. I’ll hand it back over to Keith to field a few more questions. Keith We’re actually going to take the next two questions together. The first is; We are a startup company, so finding highly qualified talent within our budget has caused us some road blocks. What do you feel would be the best hiring/recruiting practices to use? And the second; How do small businesses recruit and attract talent when big businesses have deeper pockets and can afford higher wages and benefits? With hiring on the rise and unemployment rates down, more companies are finding it difficult to find the talent they need. If you’re having difficulty finding the candidates you need due to the budget constraints, remember applicants evaluate a lot of factors when determining whether they want to work for a particular company. Can you offer a better vacation package, or flexible work hours? What about other benefits such as shares in the company, free lunches, or gym memberships? Also, be open with a candidate. There are definite pros to working for your company as opposed to the next big business you may be competing with – capitalize on those. Startup companies are often uniquely positions with flexibility and a personalized approach that big businesses might not be able to offer. Remember that these things can sweeten the deal when you simply can’t pay the dollar figure your competition is paying. It takes time to get to know a new employee. What time frame is appropriate to determine if a new hire is a good fit? Can I inform a new employee that he/she is being hired with the condition that they are a good fit to the company and will be let go if it’s determined he/she is not? Almost all states recognize at-will status - meaning both the employer and employee can terminate the relationship at any time as long as the reason is lawful. There is no magic amount of time for determining whether a new hire is a good fit. Factors like the type of job, training required and previous experience may impact how quickly you can make this assessment. However, if you determine that the employee isn’t meeting expectations, whether newly hired or tenured with the company, put them on a performance improvement plan. Establish clear goals, determine if further training is necessary and give them a timeframe to improve. Conduct follow up meetings to evaluate progress and necessary next steps. The cost of replacing an employee can be high and sometimes an employee just needs additional training or to be made aware of areas that need improvement.
  49. Keith Thank you again for attending today’s webcast – we hope you found the information helpful. Just a reminder, to download the eBook available in the resources section. Your feedback is very valuable to us. We ask that you spend a few moments completing our survey, which is available on the next slide. Thank you again!
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